Tecnología y su relación con otras áreas de conocimiento La tecnología

As shown, the right consulting approach in NPOs can differ from consulting private companies. This approach has certain consequences for a strategy de- velopment: Which stakeholders shall be involved? What is the right time frame? Is the framework balanced? Regardless of the kind of challenge the NPO is facing and wants to solve with support of the consultants’ engagement, NPOs need an individual consulting approach with the right balance of top-down and bottom-up.

7.2.2 Close cooperation

In general, consultants in NPOs are more dependent on a close cooperation with the organization's employees than in other projects with profit organiza- tions.

Firstly, the stakeholders of the NPO are more skeptical of the potential impact the consultants can bring in. They are regarded as experts on organizational changes, but often it is doubted if they know the specifics and characteristics of the non-profit-sector and the respective organization well enough to propose steps for the future that are adequate to the targets, mission, and assets of the organization.

Secondly, a top-down-approach is less common in NPOs than in private com- panies. The number of stakeholders is bigger, their claim to be heard is strong- er; the mission of the organization often underlines the importance of participa- tion and transparency. Consultants are expected to integrate at least some el- ements of organizational development into their way of working, and alter their usual consulting approach.

Only a close cooperation can bring together the know-how of the consultants about organizational changes and their best-practice experience with the knowledge of the stakeholders, mainly the employees, about the specifics of the organization. Especially when adapting best-practice solutions from private enterprises to NPOs, the employees’ input is crucial: On the one hand, it is needed to prevent the consultants from merely imposing ideas and methods from the profit world unreflectedly, on the other hand, to protect the NPO's management from being regarded as “externally controlled” by “foreign consult- ants” who do not know the organization.

For Carol Lukas, founder of Fieldstone Alliance, the close cooperation of the consultants and the consulted during the whole process is crucial: “Process is the only approach that works in the non-profit sector that places a high value on people. Neglecting process is where most consultants fail.” (Cagney 2010, p. 16) Cooperation is a key factor for enhancing the chances for sustainable change. Especially in consulting organizations in the non-profit or public sector, many projects fail (Leif 2006, pp. 398–399; Suermann 2012, pp. 441–442). Co- operation can support the practicability of the consultants’ proposals and the implementation of the changes.

7.2.3 Professional project-governance

Consultants have different latent functions. Frequently, they are made respon- sible for unpopular decisions. Especially in NPOs, the management should make sure to resist the temptation to push the consultants forward, even if they offer to be the scapegoat. Otherwise, the management loses trust and credibil- ity, when external consultants appear to control the organization. This fact should be reflected in the project governance: An external consultant should never be selected as project leader, internal employees should be part of every project team and the steering committee should meet in low intervals to super- vise the latest developments. The NPO's leader and managerial staff have to show commitment to the project. They should show their identification with the project and their support of all made decisions. Especially unpopular decisions like cost-cutting-measures or dismissals have to be explained thoroughly by the management. The more the management is involved, the less central is the consultants’ role; the participation of employees rises and potentials for innova- tion can be realized, as Orgland noticed. (Orgland 1997, pp. 207ff quoted by Michalk 2005, p. 296)

The steering committee acts like a board of directors and is responsible for all relevant decisions. The project teams report to it via the project manager, it supervises the consultants and it is the most relevant body. Every consulting process in the profit as well as in the non-profit world has a steering committee. Additionally, especially in NPOs an advisory board can be established. This advisory board consists of numerous stakeholders and can give advice to the project managers. By this element, a lot of voices can be heard, decisions can be discussed and explained; communication is direct. But if the advisory board is just a tool to pretend participation while it is an in total powerless body, it is worthless.

7.2.4 Communication

Change-management and intensive communication should be taken for granted in every project that involves organizational questions. Against the background of a lot of skepticism towards the planned changes in general and towards the involved consultants in particular, this has even higher priority. The process targets should be transparent, the decision to involve external consultants should be communicated early and their role should be described. Unpopular steps should be announced as early as possible and should not be unveiled suddenly in the last moment to prevent prior resistance.

Change-management is important and can support the acceptance of an organ- izational change process without being manipulative.

7.2.5 Bottom line

A successful consulting project unites elements of a top-down and bottom-up approach, the individual “mixture” depends on the specific situation and chal- lenge. Therefore the strategy development should not be taken over solely by the external consultants but in a team where internal and external inputs can meet.

As external partners, consultants should be responsible for a mediating part in the process and highlight the awareness for efficiency and effectiveness in dis- cussion and decision making. Communication in the project is of high im- portance to keep every stakeholder of the organization as informed as possi- ble.

7.3 Step three: Implementation and project controlling